“I just need to get out of my own way” such a common phrase when someone’s stuck in something they think they don’t like or want. And yet this act of getting out of our own way can seem so hard.
‘Working in the business or on the business?’ A common phrase to shift attention out of the day-to-day. Up and out into strategy and external insight. But have you ever considered this in the context of your mind?
It really looks like we need goals. It looks like we need to get to that outcome, and that creating a plan and sticking to it is essential to get there. Or maybe not…
It sounds so impressive doesn’t it. What are the big goals you’re working towards? What stretch goals do we need to take this to the next level? What’s your goal in life?
Sounds so strong and definite and clear and powerful like that’s what we all need, to be grown up and sorted in life.
Goals are not ‘wrong’ but our relationship with them is worth an exploration.
Last night a group of coaches, HR pros and leaders gathered in the pretty town of Castle Donnington to talk about wellbeing and explore what’s not working, why are the figures going up, what is needed? All facilitated by Debbie Leafe using Nancy Kline’s Thinking Environment.
In the context of the work I do with clients – reconnecting them to their innate ability for connection, clarity and calm – this session was important to me, both to give our delegates an experience of those innate qualities on the day, but also for them to explore what wellbeing really means and what really needs to happen.
Loss is essential. Only through loss can something new flow in.
A thought. Dropped in a moment. New insight coming in.
A definite idea of a plan. Loosened and let go of, even the slightest gap. Innovation of something better appears….Keep reading over on Medium, and give it a few claps if you like it! Thanks
If you’re interested in talking more about the work I do, just get in touch here and we can set up a call.
Our inability to re-humanise our workplaces stems from three detrimental behavioural traps. How can we release ourselves from these harmful habits and get back in touch with our humanity?
Have you ever met someone who knows what needs to change in their work or life and yet they stay stuck in it? Maybe you’ve given them advice knowing full well they’re not hearing a word of it. Even if they’re nodding and making all the right noises? So what’s going on here?
I’ve not read Brian’s book but I entirely agree with the sentiment of the title.
Processes are great. They bring efficiency. Processes are awful. They drain the life out of life! Processes, as a human-created concept, contain no truth either way. Instead look for fresh wisdom.
When I began my coaching business five years ago, I thought I would have standard processes for everything (my background in corporate HR & OD had trained me to see process as good for efficiency and therefore profit)…keep reading on Medium…
Are you pushing or flowing? We’ve become so numb, so disconnected from who we really are, we’ve lost sight of our own innate source of inspiration and we’re running around busily trying to make others’ inspiration fit us.
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Employee Experience is a new concept in the world of work so if you want to be ahead of the game and learn more: read on and book on!
Over to Lara…
In preparation for this month’s Learn > Connect > Do session, it came to light that whilst there’s lots of information out there on Employee Experience, it’s often quite theoretical and not practical. In our session, we will run an interactive workshop where we’ll consider the employee experience, map out journeys, create personas and run a design-thinking exercise to find solutions to some of the pain points in your workplaces. So ahead of this, we thought we’d share some thoughts on how to understand employee experience better through mapping journeys.
Firstly, before we approach employee experience its important to point out that this should not be viewed in isolation. Systems thinking is an approach to ‘seeing’ things in a holistic way to understand how everything is connected and interdependent on each other within a system. If we view an organisation as a system, then we start to become interested in the various components that make up that system – the stakeholders, processes, technology etc. It makes us think differently. A useful model in this respect is the Service Profit Chain Model:
This annotated version of the chain highlights both employee and customer satisfaction as the focus areas of both Employee and Customer Experience because these are the points where an emotional response is experienced and so these are critical components in the chain. Their connection and interdependency with each other means they mustn’t be designed in isolation or without consideration of how they impact each other.
If you fundamentally believe in this chain as a route to success then you’re off to a strong start when it comes to Employee Experience.
Employee Experience is often confused with employee engagement or as an extension of the employee lifecycle but Employee Experience has User Experience at its core and, with the influence of Customer Experience which established itself first, we can define Employee Experience as the emotional connection between employees and the organisation from the first touchpoint with an organisation – before even thinking of applying for a role – through to the post-employment relationship. Employee Engagement on the other hand is a symptom of what your Employee Experience is like.
So, how do you go about understanding the Employee Experience in your organisation? There are various methods ranging from mapping journeys to developing personas through to analysing the emotional connection at every interaction. This includes human, digital, environmental, cultural and structural interactions where ‘moments of truth’ may occur or ‘pain points’ are highlighted that allow for deeper understanding of how someone feels at that point given their critical nature.
Here is an example of a Customer Experience journey which represents a useful way of documenting the various touchpoints, how the user thinks and feels at that point through to ideas for improvement.
This example is useful because it doesn’t just map out the touchpoints, it also includes how people think and feel which can be understood through feedback surveys but also through behavioural analytics. This insight then then forms the basis for idea generation – best done through collaboration from various departments and stakeholders to create potential solutions.
It can be helpful to map out the full employee journey at a high-level and it is also important to break this down into specific activities / transactions such as recruitment, onboarding, training etc so you can analyse the emotional responses of users as they go through these experiences. That specific activity must then be viewed within the context of the whole experience – and then within the wider system so you can consider how it might impact the Customer Experience. Constantly diving down into the detail and coming back up to the macro view to test the interdependencies and connections.
Developing personas (creating a fictional character of a ‘type’ of user) is a valuable tool in appreciating the various perspectives of an experience and to differentiate or personalise the experience for different users.
With the theory and context from this post as a backdrop, we’re looking forward to getting into the practical realities of the Employee Experiences of the Learn > Connect > Do delegates’ workplaces, using these mapping exercises and running a mini-hack to create innovative solutions. we can’t wait!
If you’ve not already, book here! And we look forward to seeing you there!!.